"We needed to enable a team operating in an interdependent
environment to understand the butterfly-effect ramifications of their
work and make them aware of the other teams with whom they would have to
cooperate in order to achieve strategic--not just tactical--success." --Stanley McChrystal, Team of Teams-New Rules of Engagement For A Complex World
Does this sound familiar? Your organization has been becoming more decentralized for decades. You have key executives and teams working and operating from places you never imagined. This is why learning from others who have been there before might be a wise exercise.
General Stan McChrystal (U.S. Army, Retired) and his collaborators know a thing or two about the challenges of teams, operating towards a single mission in multiple geographic locations, including the cultural realities operating from an ultra-competitive management network.
Think for a moment about your own organizational design and how it has evolved over the course of your growth. Why does it look that way, when you stare at the latest version of the "Organizational Chart"?
Now this chart may very well be a factor of your age, especially if you are an organization that had substantial growth prior to the year 2000. Yet if you have been building a company or your own "Team-of-Teams" in the last decade, your abilities and organizational design factors will be a factor of the digital era.
If you had the opportunity to start from scratch, in 2019, how would you build your company so that you could achieve Digital Trust? What platforms, tools and applications would you standardize your future growth on? How will you insure that as you scale up and grow the organization, that the complex interdependencies will be able to sustain the velocity?
Does this sound familiar? Your organization has been becoming more decentralized for decades. You have key executives and teams working and operating from places you never imagined. This is why learning from others who have been there before might be a wise exercise.
General Stan McChrystal (U.S. Army, Retired) and his collaborators know a thing or two about the challenges of teams, operating towards a single mission in multiple geographic locations, including the cultural realities operating from an ultra-competitive management network.
Think for a moment about your own organizational design and how it has evolved over the course of your growth. Why does it look that way, when you stare at the latest version of the "Organizational Chart"?
Now this chart may very well be a factor of your age, especially if you are an organization that had substantial growth prior to the year 2000. Yet if you have been building a company or your own "Team-of-Teams" in the last decade, your abilities and organizational design factors will be a factor of the digital era.
If you had the opportunity to start from scratch, in 2019, how would you build your company so that you could achieve Digital Trust? What platforms, tools and applications would you standardize your future growth on? How will you insure that as you scale up and grow the organization, that the complex interdependencies will be able to sustain the velocity?
So what?"Building for digital trust must become a priority of the nation-state and its components. Once ubiquitous computing is achieved, digital trust will become the competitive differential within the global space of the Net. Nation-states that position their regulatory rules to enable private sector companies to build digital trust more effectively will generate genuine advantage for both the public and private sector. But nation-states must also invest in building digital trust in their own infrastructures and services." --Jeffrey Ritter
If
true, that "digital trust will become the competitive differential
within the global space of the Net" then how will you proceed? Have you
already answered What is your "Why"?
The
Information Technology (IT) choices are vast and the operating
standards for privacy, security and architecture are already published.
Your greatest challenge ahead still remains in front you.
The "Leadership of Security Risk Professionals"
(LSRP) is more than just raising awareness, utilizing trusted digital
methods and testing operational processes. It is about "Organizational
Pulse" and "Asking," "Listening" and the time to "Verify/Clarify."
Guess what General Stan McChrystal understood about building a
successful "Team of Teams"?
Operating
day-to-day in crisis and chaos requires something new. Something
different. A "Crisis Communications" dialogue, that has achieved digital
trust. A shared consciousness that can be learned and implemented with
your own "Security Risk Professionals" leadership...
Onward!
